6. SITXCOM010 Learner Guide V1.0
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SITXCOM010 MANAGE CONFLICT
LEARNER GUIDE
SITXCOM010 Learner Guide Version 1.0, January 2024 Page 2
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CONTENTS 1. IDENTIFY CONFLICT SITUATIONS ......................................................................................
3
2. RESOLVE CONFLICT ..........................................................................................................
15
3. EVALUATE CONFLICT RESOLUTION .................................................................................
48
REFERENCES .........................................................................................................................
58
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1. IDENTIFY CONFLICT SITUATIONS 1.1. Identify potential for conflict and take swift and tactful action to prevent escalation 1.2. Identify situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance 1.3. Identify and use resources to assist in managing conflict 1.1 –
Identify potential for conflict and take swift and tactful action to prevent escalation Identification of workplace conflict There are numerous signs of conflict in the workplace. You will need to identify these signs and take action if escalation is to be avoided. There should be regular opportunities for discussions with the employees and routine observations. You also have the option of issuing questionnaires and surveys for completion in the workplace. The potential for conflict will be quite obvious in some instances. You might notice colleagues arguing or ignoring each other. Workers might also be resentful of staff members in positions of authority. They may feel that their contributions aren’t value
d or that they should have more of a say in key business matters. You should be aware of the association between employee satisfaction and productivity. If employees are concerned about negative relationships with their co-
workers then the productivity is likely to decrease. You might discover that tasks are taking longer to complete and staff members are taking more sick days than usual. Employees may not be as motivated or engaged when working on organisational projects. They might be reluctant to volunteer for tasks or take on extra shifts. Customers may make complaints due to errors and general inefficiency. You should look out for the visible signs of anger and resentment within your organisation. The employees may talk less in communal areas or speak behind each other’s backs. Derogatory comments might also be made, leading the workers to feel increased anger and frustration. It is quite possible that grievances and concerns will be raised more regularly. If you don’t take swift
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and tactful action then the problems are likely to escalate. It will then be more difficult to establish mutually agreeable solutions. Employees will be more prone to make negative comments and show frustration when there is a potential for conflict. You should account for such comments, no matter how significant you think they are. Some employees will feel reluctant or wary of discussing the real reasons for concern. Their negativity might be caused by major internal problems within your organisation. Thorough investigations will be necessary if you are to identify the primary causes of worker discontent. You shouldn’t make any presumptio
ns based upon changes in the behaviour of your employees. They might be negatively affected by problems at home or be feeling off colour. There will be a greater chance of identifying such issues if you maintain a regular stream of communication with the workers. Other signs of workplace conflict include: ➢
Use of negative body language ➢
Development of cliques ➢
Noticeable changes in behaviour ➢
Workers speaking out of character ➢
Use of emotive language ➢
Eagerness to leave the workplace at the earliest opportunity ➢
Intolerance of other workers Deconstructive and constructive conflict It is important to recognise that conflict can have positive as well as negative impacts in the workplace. Your organisation might be badly affected by deconstructive conflict. This will happen when the employees hold rigid viewpoints and unwilling to compromise. They are likely to seek personal satisfaction, despite the potentially negative effects on others. Behaviour associated with deconstructive conflict includes poor communication, avoidance and isolation. There will be a risk of worsening behaviour i
f such problems aren’t addressed at the earliest opportunity. There might be reports of threats, manipulation, and physical attacks.
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You might be so worried about the potentially negative impacts that you strive for the avoidance of all workplace conflict. However, it should be recognised that a certain degree of conflict is good for business. Constructive conflict will involve co-operation between employees and shared commitment to the resolution of problems. The sense of respect and understanding will increase. Employees will place great value on the establishment and maintenance of positive relationships. They won’t be prepared to put
the team at risk. Constructive conflict may lead to positive behaviours such as compromise, respect, sense of value and commitment to the organisation. It should allow for improved team morale and productivity. This type of conflict should be actively encouraged.
Preventing escalation Positive action will be required upon the identification of deconstructive conflict in your workplace. If you address problems before they escalate then it should be possible to maintain positive working relationships and commitment to the organisation. Conflict resolution should be swift and decisive. However, you should spend a little time thinking about the most appropriate means of dealing with such conflict. If you employ the wrong tactics then there will be a risk of making the situation worse. If you are confused or offended by the comments made by your co-workers then you should ask for clarification. They might not have considered the negative impact or intended to cause any ill feeling. You should also be prepared to compromise and account for differing perceptions and beliefs in the workplace. There may be some disagreement about the best ways of resolving workplace issues. However, it should be possible to establish mutually agreeable solutions, given time and effort. You should attempt to control your emotions and recognise that conflict is quite usual in the workplace. Ideally, there will be a shared commitment to avoiding escalation. Any conflict resolution decisions should be made in the best interests of your organisation, following the policies and procedures in your workplace. You might not agree with the perspectives of another party. However, their points might make good business sense. You should also be prepared to allow other employees to vent their frustration. You should be prepared to listen and not cast negative judgement. Seriously consider any arguments that are made and attempt to find the middle ground. Employees might calm down and be able to consider alternative perspectives after releasing their pent up frustration.
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Consider the following ways of preventing escalation: ➢
Giving employees regular opportunities to voice their concerns and grievances ➢
Arranging meetings involving workers who are in conflict and highlighting the benefits of behavioural change ➢
Satisfying the personal and professional needs of employees ➢
Ensuring that workers are aware of laws regarding harassment, bullying and other forms of workplace conflict It might be possible to arrange workplace conflict training for your employees. This should give them the opportunity to learn the primary signs of conflict and explore the possible methods of resolution. Workers should understand the importance of speaking respectfully, considering the use of language, and respecting other people’s perspectives. It might be possible to arrange a conflict management seminar or ask an expert to deliver a talk at your next workplace meeting.
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1.2 –
Identify situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance Identifying threats You will have to take action and deal with any threats to your customers and colleagues in order to maintain a positive business reputation and avoid legal ramifications. Victoria’s health and safety act of 1985 specifies the need for all employers to take measures for the prevention of workplace violence. Members of senior management are expected to accept responsibility and duty of care with regards to the safety of customers and employees. It might be necessary to deal with threats involving verbal abuse, racial abuse, harassment and physical violence. You should be aware that the signs of threatening behaviour won’t always be obvious. People will demonstrate their anger and frustration in different ways. Individuals with particularly fiery characters may be prone to sudden and unexpected outbursts. Positive customer service techniques should be used in order to minimise the risks of threatening behaviour. It will always be necessary to take action upon the identification of threatening behaviour. However, you shouldn’t do anything that places you or anyb
ody else at significant risk of harm. You should also understand that the safety of your colleagues and customers must take precedence over business property. You are advised to look out for these signs of threatening behaviour: ➢
Flushed/pale face ➢
Sweating ➢
Fidgeting and pacing ➢
Trembling/shaking ➢
Clenched jaw/fists ➢
Speaking at increased volumes ➢
Shallow/rapid breathing ➢
Giving ‘dirty looks’ or avoiding eye contact
➢
Showing a lack of regard for personal space ➢
Adopting aggressive postures ➢
Making abusive gestures
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Employees who have a considerable amount of contact with the public are considered at a raised threat of workplace violence. Those expected to handle money and work late night/early morning shifts will be at significant risk. There will also be a danger of bullying and harassment by managers and other employees in positions of authority. Obvious signs include verbal abuse and confrontational body language. However, some bullies act in a low-key manner and attempt to isolate the victims from their co-workers. There will be a risk of stress and stress-related illnesses if the signs aren’t identified and appropriate action isn’t taken.
There is a certain degree of risk associated with the following situations: ➢
When people have consumed drugs or alcohol ➢
When people are carrying guns and other weapons with potential intent to harm ➢
When there has already been some physical harm and the perpetrators are still in the workplace ➢
When customers act in concerning ways ➢
When physical violence is being carried out ➢
When people raise their voices and make verbal insults ➢
When people attempt to exert their physical presence and damage business property The types of threats that you might be exposed to include: ➢
Confrontation/harassment ➢
Theft ➢
Break-ins
➢
Internal security breaches ➢
Bomb threats You should also be aware that there are some threats specifically associated with work in the tourism, travel, hospitality and event industries. You might have to deal with customers who are unable to provide proof of room bookings. It might be necessary to offer compensation for alternative accommodation in such instances. However, the customers may be persistent and unwilling to accept such offers. You might also have to deal with customers who create excessive noise and disruption in the hospitality environment. It might be necessary to issue warnings and remove such customers from the premises if they continue to cause disruption. It might also be necessary to deal with the follow-up complaints made by
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disgruntled customers. Alternatively, customers might complain about the quality of their accommodation. They might say that it doesn’t match up with the descriptions provided in your promotional literature. Such complaints should be dealt with in a fair and reasonable manner. Appropriate actions You should aim to remain as calm and positive as possible when dealing with threatening individuals. There will be a good chance of diffusing the situation if you demonstrate a sense of control and positivity. You might even use humour to relax the frustrated individual and build a personal connection. However, it will be necessary to conduct a rapid assessment of the situation and make appropriate decisions. If you are unsure of how to act in certain situations then it would be advisable to consult the company handbook. This should include the contact details of personnel who can provide assistance in high-risk situations. A general approach may be taken if you believe that the threat is relatively minor and there is no suspicion of weapons being used. You are advised to address the customers in a calm and authoritative manner. Questions may be posed to establish the reasons for dissatisfaction and anger. You should also ask for clarification to show that you are listening and actively interested in what the person is saying. It might be deemed necessary to accompany the angered individual to a quiet area for the relaxed discussion of any concerns. However, you should maintain a safe distance and not turn your back. You will probably be keen to call for assistance and support when dealing with individuals who are acting in a confrontational manner. However, you should be aware that the levels of anger might increase if such individuals witness the request for help. They might wonder about your authority and ability to deal with the situation. It might be necessary to use prearranged signals and electronic devices for communication with your colleagues. It may be necessary to call the supervisor or duty manager. However, you should be prepared to contact internal security personnel or the police in instances of significant danger. You might make contact in the following ways:
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➢
Direct face-to-face contact in the workplace ➢
Telephone ➢
Pager ➢
Public address system
➢
Emergency reporting devices Reporting workplace threats All of the employees within your organisation should be given training and guidance on the identification and reporting of workplace threats. It will be necessary to follow organisational policies and procedures when reporting such behaviour. Relevant workplace reports should be completed accurately and honestly. Details that should be reported include: ➢
Time and location of threatening behaviour ➢
Types of threatening language and actions taken ➢
Initial reaction to the threat ➢
Any details of previous encounters with the customer or colleague ➢
Actions that have been deemed necessary
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1.3 - Identify and use resources to assist in managing conflict Identifying resources for conflict management There are a number of resources which may be used for the purpose of managing conflict in the workplace. If you’re unsure about the suitability of such resources then it would be worth asking your supervisor. You are also advised to refer to organisational policies and procedures. Counsellors You may call upon the assistance of professional counsellors when workplace conflict results in frustration and reduced worker productivity. Angered employees may appreciate the opportunity to speak freely about their feelings with an impartial expert. This might enable the employees to gain some perspective and identify ways of resolving their problems. The counsellor might offer guidance and helpful recommendations. Counsellors can also help in the resolution of disputes and conflicts between employees. The UNITE approach might be used for the purpose of establishing shared understanding and agreement. This approach involves: ➢
Understanding –
The workers should establish a shared understanding of reasons for the conflict ➢
Negotiating –
The workers should be prepared to negotiate and compromise in order to find mutually agreeable solutions ➢
Inviting –
The workers should be encouraged to detail their concerns and recommend appropriate solutions ➢
Targeting –
There should be an agreement regarding the aims of the conflict resolution. This should offer benefits for each party ➢
Evaluating –
It will be necessary to evaluate the chosen method of resolution and ensure that it has been effective
It might be possible to arrange meetings with professional counsellors or to discuss workplace matters over the phone. The counsellor should have a good understanding of your industry and know which conflict resolution techniques should be used. You may opt to arrange group counselling sessions if there is a general conflict among the workgroup. However, one-on-one sessions may also be necessary. It will be necessary to introduce the counsellor to your employees and ensure that they know the types of assistance and guidance available. Internal security staff
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Internal security staff are likely to be found in different areas of your tourism, travel, hospitality, or event business. Your other employees will probably feel assured by the presence of such skilled workers. Customers are also likely to feel concerned about the repercussions of any threatening or confrontational behaviour. You should have the opportunity to call upon security staff in the event of physical or verbal abuse. They will be able to assist in the control of violent and aggressive behaviour. It might be deemed necessary to escort threatening customers away from the premises and ensure that arguments don’t escalate.
Mediators Mediators may play a key role when it comes to the prevention of conflict escalation. You might need to call on their assistance when discussing potentially disruptive organisational changes and differences of opinion between employees. They should carefully consider the points that are made and suggest appropriate forms of resolution. The zone of possible agreement (ZOPA) may be applied for the establishment of mutually agreeable solutions. People should be encouraged to consider the reasons for disagreement and any changes that might be necessary for general satisfaction. It is generally advisable to use mediation at an early stage before employees develop particularly strong viewpoints. However, it can also be used when other forms of conflict resolution prove ineffective. Conflict mapping is one of the main tools used in conflict mediation. It involves the identification of personal needs specific to each of the parties in conflict. A manager might place significant value upon efficiency, harmony, and completion of work in accordance with deadlines. However, an employee might see the provision of guidance, prioritisation of tasks and restriction of the workload as being particularly important. It will be necessary to establish areas of agreement and conflict in the priorities and needs of each worker. An action plan should then be created, highlighting the appropriate means of satisfying each other’s needs. The relationship must be prioritised as part of this process.
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Other staff members All of the employees within your organisation must take some responsibility for the management of conflict. Workers should be prepared to accept responsibility for their actions and address the signs of conflict. Managers and other senior staff members should set a positive example and deal with issues before they escalate. A certain degree of conflict is to be expected and may actually help in the development of the organisation. However, steps must be taken to address the reasons for conflict and make any changes necessary. The line manager may be expected to arrange meetings and act as a mediator when employees voice their concerns and grievances. They should also ensure that employees act in accordance with established codes of conduct. These staff members might help in the management of conflict: ➢
Colleagues ➢
Supervisors ➢
Managers ➢
Senior operators. Police
It might be necessary to call upon the assistance of the police in particularly severe instances of workplace conflict. Their help might be required in the event of physical violence or verbal abuse. All employees will be expected to act in accordance with the relevant legislation and follow the policies and procedures which have been established by your organisation. The police might be able to help you in the following ways: ➢
Mediating and facilitating communication in the workplace ➢
Conducting independent investigations ➢
Adjudicating on matters of workplace conflict ➢
Providing physical support and ensuring that conflict doesn’t escalate
Government assistance You should be aware that the Australian government offer various types of assistance for organisations with regards to conflict management. The Australian human rights commission takes responsibility for investigating instances of
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discrimination, harassment, and bullying. If you identify such issues then it would be worth visiting the human rights website (
www.humanrights.gov.au
) or calling 1300 656419. The Fair Work Commission offers the following forms of assistance: ➢
Enterprise bargaining ➢
Industrial action ➢
Dispute resolution ➢
Termination of employment ➢
Help with other workplace issues You can learn more about the services offered by the fair work commission on their website (
www.fwc.gov.au
) or by calling 1300 799675. You should also be aware of the services offered by the Fair Work Ombudsman. They can provide information regarding the Australian workplace relations system, education on fair work practices, rights and obligations, and action for the enforcement of business legislation. They also arrange courses for employers who are required to have difficult discussions with their employees. You can contact the Fair Work Ombudsman via their website (
www.fairwork.gov.au
) or by calling 13 13 94. Contact may also be made with these Australian service providers: ➢
Australian taxation office (www.ato.gov.au) ➢
Australian Federation of Employers and Industries (
www.afei.org.au
)
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2. RESOLVE CONFLICT 2.1. Establish and agree on the nature and details of conflict with all parties and assess impact 2.2. Manage conflict within scope of own role and responsibilities, and according to organisational procedures 2.3. Take responsibility for seeking a solution to conflict within scope of own role and responsibilities, seeking assistance where required 2.4. Identify and evaluate impact of conflict on business reputation and legal liability 2.5. Evaluate options to resolve the conflict, taking into account organisational policies and constraints 2.6. Implement the best solution and complete required reports 2.1 –
Establish and agree on the nature and details of conflict with all parties and assess impact Conflict in the workplace
Conflict in the workplace can arise in many ways. It can be related to internal situations within the organisation, such as different work approaches used in different departments. It can also be related to your customers, clients, and other individuals or organisations that you may work with. Conflict isn’t necessarily unhealthy; we all have differing opinions at times and these are a natural occurrence when working with others. Conflict can help colleagues and teams to question needs and find solutions. The important thing to make sure is that a conflict of opinion is not left unsaid or left to foster resentment. It is difficult to anticipate when conflict may occur; managing situations when they do happen should be done with conflict resolution skills and diplomacy in mind. The first step is to identify when a situation may arise, or when you have an
existing situation
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that needs to be dealt with. Then you can take the correct steps to manage this to the benefit of all involved. Establishing the nature and details of conflict You should be aware that there are various types of workplace conflict. Such conflict might involve physical abuse, verbal abuse, and the potential isolation of staff members. It will be necessary to establish and agree on the nature of conflict if you are to identify appropriate follow-up actions and methods of resolution. You should encourage each party to give their perspective and explain their thoughts about the conflict. It would be worth taking a note of the key points that are made. You should then give a summary of the respective arguments and ensure that each party is in agreement. The reasons for conflict might seem quite obvious at the outset. However, deeper investigation may allow you to identify underlying causes. You will need to consider the issues that are raised and the impact on your organisation. Ask a variety of employees for their perspectives and learn as much as possible about the problem. Situations involving conflict
There is a chance of conflict occurring between colleagues and/or work teams. Such conflict may be caused by previous events or ongoing issues that are yet to be addressed. It may arise as a result of differences of opinion, personality clashes, conflicting approaches, and sharing of workloads between departments. There is a risk of conflict becoming ingrained within the organisational culture if it isn’t addressed appropriately. Some conflict may be immediate, for example, a reaction to an action or situation with a customer. This will be easier to recognise and, as such, to resolve. Longstanding conflict can be more subtle and difficult to determine. Work areas may have their own system of management and conflicting processes. Frustrations in administrative controls, lines of management, communication, and work handovers may also occur. Employees and supervisors will have different approaches and priorities within the workplace. These relationships can cause friction in everyday working scenarios and may turn into conflict if not handled correctly. External conflicts Customer complaints can also be stressful and hard to deal with. Customers may vent their annoyance at employees. The escalation of such situations might lead to conflict between the respective parties. There should be organisational policies and procedures in place for handling
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complaints for the safeguarding of customers and employees. These policies and procedures should prevent most types of conflict. However, it is impossible for any employee to be fully prepared for the wide variety of potential eventualities. Your organisation should have a variety of emergency procedures in place. These should prepare employees for dealing with difficult telephone discussions with customers. It might be necessary to refer such phone calls to a manager who can assume control. There will also be a risk of conflict with other organisations and industry specialists. It is likely that there will be difference of opinion and conflicting needs. Such forms of conflict should be addressed and successfully resolved for the maintenance of positive business relationships. It is important to establish an understanding of any conflict that impacts your workplace. Your analysis should allow for the development of steps towards resolution. It will be necessary to listen, ask questions, and show empathy for the respective parties in conflict. Causes of conflict The age, culture, experience and values and beliefs of employees may all contribute to conflict in the workplace. However, it’s possible for organisations to have strong teams despite such differences. It could actually be argued that conflicting needs and communication styles are far more influential when it comes to conflict. The most important needs can be identified by measuring people’s reactions when they aren’t satisfied. If there is an intense physiological reaction then the needs will be particularly important to the individual. Deconstructive conflict arises when people are prepared to sacrifice the needs of other people for their own satisfaction. Conflicting needs Art Bell and Brett Hart suggested eight primary causes of conflict in the workplace. The first cause is conflicting needs. Such conflict arises as a consequence of employees competing for organisational resources. The employees may demand physical resources, assistance and authority within the organisation. If such demands aren’t met then there will be a potential for conflict.
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Examples of needs include: ➢
Independence ➢
Power ➢
Control ➢
Security ➢
Safety ➢
Assistance from others ➢
Responsibility ➢
Mutual respect ➢
Loyalty ➢
Happiness ➢
Mental health ➢
Personal values ➢
Sense of belonging ➢
Moral and legal rights Individual styles Bell and hart suggested that the second primary cause is difference in individual styles. Employees may adopt varying behaviours and approach problems in different ways. If there isn’t any compromise or respect for other people then there is likely to be c
onflict. It might be that one employee values organisation and formality in the workplace. Another may have a preference for flexibility and creativity. If they are unwilling to change their attitudes and behaviours then the chances of conflict will be considerable.
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Perceptions Conflict might also arise as a result of varying perceptions in the workplace. There may be considerable difference in the ways that events are perceived by staff members. Bell gives the example of hiring an administrative assistant. One employee might be happy with the decision and grateful that the workload is being shared. However, another employee might view the employment decision with suspicion and feel that the new worker poses a threat. Company memos, letters and other communications may also be perceived in different ways by the employees.
Conflicting goals There is also a potential for conflicting goals in the workplace. There might be differences of opinion regarding the resources that can be allocated for the achievement of organisational aims. There will be a risk of conflict when senior managers set different tasks and emphasise the importance of different priorities. Expectations and pressures Any difference in employee expectations and pressures is also likely to result in conflict. One senior staff member might expect the hotel rooms to be cleaned within a specific amount of time. Another might demand assistance in the delivery of food and cleaning of the kitchen. Employees might be forced to decide which tasks have to be completed urgently. However, one of the senior staff members is likely to feel dissatisfied and angry that their demands haven’t been met. Conflicting roles Conflict might also arise as a consequence of conflicting roles. Employees might be asked to complete tasks that are beyond their scope of responsibility and knowledge. They might also be resentful if other staff members are given additional levels of authority and act without due consideration. Such changes might lead to unintentional or actively aggressive sabotage. Personal values and beliefs Differences in personal values and beliefs might also lead to conflict in the workplace. If staff members are unwilling to compromise or respect diversity in the workplace then there are likely to be internal problems. Defined groups of workers may develop and some employees may be segregated. There will also be a potential for conflict as a result of changes in organisational
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policies. Employees might feel that they are being unfairly disciplined in the policies and rules of the organisation aren’t clearly stated. Other causes of conflict include: ➢
Poor management ➢
Unfair treatment ➢
Inadequate training ➢
Poor communication ➢
Poor work environment ➢
Lack of equal opportunities ➢
Bullying and harassment ➢
Changes in the workplace regarding pay or appraisals etc. ➢
Personality clashes ➢
Needs and expectations not being met ➢
Difference in values ➢
Unmanageable workload. There can be many causes of conflict that will depend on the organisation and the people involved. Every employee has needs and expectations regarding their role at work, so conflict usually arises when people feel these are not being met. It is important to communicate with employees to get to the root cause of any conflict and understand what it was that caused it and why. Attempt to identify the main underlying cause any issue that is raised. Then come up with a variety of potential solutions. Types of conflict You should be aware that there are three primary types of conflict. Personal and relational conflicts relate to people’s feelings and their associations with others. Issues that might have to be dealt with include breach of confidence and lack of respect. Instrumental conflicts relate to the goals, structures, and procedures which apply to personnel and the organisation as a whole. Conflicts of interest are associated with the aims and objectives that people are particularly interested in. There may be a conflict of interest due to personal association with a customer or
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position within an organisation. You will need to identify the type of any conflict that you are expected to deal with. Conflict situations may relate to: ➢
Conflicts among work colleagues and/or teams: o
dispute or argument among work colleagues o
job duties or rosters o
lack of competence o
worker mistake o
dismissal o
cultural misunderstanding ➢
Employees and supervisor conflicts ➢
Refusals to follow directions/guidance ➢
Customer complaints/dissatisfaction: o
incorrect pricing of product or service o
delays or errors in providing the product or service o
misunderstanding of customer request or communication barrier o
problem or fault with product or service o
refused entry or ejection from premises. ➢
Disagreements with members of the public ➢
Bystander behaviour ➢
Drug or alcohol affected persons ➢
Armed persons ➢
Persons suffering emotional distress. Interest-based relational approach You are advised to use the interest-based relational approach as a means of identifying the causes of conflict and developing positive solutions with all parties. One of the main aims of this approach is to separate people and their personalities from the issues that are being faced.
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There will be a greater chance of identifying mutually agreeable solutions if people are able to take a subjective view and commit to shared problem-solving
. It is the manager’s role to provide guidance and mediate discussions between the different parties. These steps should be followed as part of the interest-based relational approach: ➢
Ensuring commitment to the process and treating the other parties with due respect, despite potentially strong views –
a reasonable degree of courtesy should be maintained and there should be an attempt to address matters constructively ➢
Distancing the respective parties from the problems that have been encountered –
there shouldn’t be any blame or unfair criticism. It should be recognised that people have valid reasons for taking certain perspectives and making arguments ➢
Giving each party the opportunity to explain their positions and listening attentively –
it is important to carefully consider the perspectives of each party. Employees should be prepared to be flexible in their arguments and change their positions when alternative perspectives are given ➢
Considering the facts and exploring the possible means of resolution –
you might have to engage in a process of negotiation in order to find a solution that satisfies each party. Brainstorming might be used for the purpose of identifying different ideas for successful resolution Assessing the impact of conflict There are various techniques that can be used to assess the impact of conflict. It is important to be aware of the positive and negative effects that conflict may have on employees and the organisation as a whole. Workers who can’t get on with their collea
gues and are given conflicting messages by senior management might become increasingly stressed. This stress is likely to have a negative impact on the employee’s performance and their commitment to the organisation. They might exclude themselves from business activities and meetings. Such workers might also be tempted to take days off and look for alternative forms of employment. The organisation may miss out on the valuable contributions that could be made if the concerns of such staff members are addressed. Time and money might also have to be investigated in the recruitment and training of replacement staff members.
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Workplace conflict is also likely to lead to a decrease in productivity. Workers who engage in arguments and make regular complaints will not be focussed on the task at hand. Mistakes might be made as such employees don’t pay due care and attention. Other employees may notice the conflict and take sides. There might be a breakdown in communication and a reluctance to collaborate during organisational tasks. Customer complaints may also be made a result of poor performance. If the conflict isn’t addressed or
controlled then there will be a risk of abuse and physical violence in the workplace. This might cause employees to leave the organisation and make legal cases. There may be significant financial loss if the organisation is found to be at fault.
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2.2 –
Manage conflict
within scope of own role and responsibilities, and according to organisational procedures Controlling the conflict You will need to determine the steps that have to be taken in order to prevent the escalation of workplace conflict. It will be necessary to familiarise yourself with the organisational procedures and ensure that they are followed during the conflict resolution process. You should arrange a suitable time and place for the conflicting parties to meet. The environment will ideally be calm and free from distractions. You will be required to guide the conversation and ensure that each party is given the opportunity to speak openly. The organisational procedures should specify the acceptable levels of behaviour and requirements that employees are expected to meet. All of the parties will need to act in accordance with organisational guidelines at times of conflict. Considering the scope of your role and responsibilities You should be aware of the limitations of your role and responsibilities when it comes to the management of conflict. It would advisable to consult your job description and any organisational policies and procedures for the necessary clarification. You could also ask your supervisor or another senior staff member for further information. If you feel that the organisationa
l expectations aren’t entirely appropriate then you may contact a trade union representative or professional body. Your organisation may provide clear guidelines regarding the management of conflict involving customers. These guidelines should outline the ways in which you are expected to act in common customer scenarios. You might be expected to deal with customer conflicts in the following ways: ➢
Refusing to serve certain customers ➢
Demanding that individuals leave your premises ➢
Contacting internal security staff ➢
Phoning the police for emergency assistance ➢
Imposing barring orders You should adopt these strategies when dealing with customer complaints: ➢
Thanking the customers for raising awareness of organisational problems
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➢
Apologising, no matter your feelings about the complaint ➢
Attempting to see problems from the customer’s perspective
➢
Establishing all of the relevant details ➢
Asking customers how they’d like problems to be resolved
➢
Remaining calm and in control ➢
Not making excuses or apportioning blame for mistakes ➢
Taking necessary action and maintaining contact with the customers ➢
Making referrals when necessary
Research carried out in Australia has revealed that each employee spends an average of 2.8 hours per week managing conflict. However, some workers spend considerably more time than this. Indeed, one study revealed that 30% of managers time is spent dealing with conflict. It is time which could be spent generating ideas, dealing with customer service requests, and ensuring progress of the business. Some conflicts have to be dealt with as matters of urgency. You won’t be able to spend time planning or coming up with a variety of solutions in such instances. It might be possible to negotiate and meet the expectations of the other party. However, individuals who are posing a risk to workplace safety might have to be escorted from the premises. It would be advisable to ask your supervisor or manager about the best ways of dealing with specific conflicts. You are also encouraged to observe the ways that experienced colleagues deal with conflict. These rules should be followed for effective conflict management: ➢
Taking swift action to avoid the escalation of conflict ➢
Remaining positive despite failed attempts to deal with conflict ➢
Identify the respective needs of each party and be prepared to compromise ➢
Question and listen to people when they address the reasons for conflict ➢
Refusing to engage in gossip and talk behind people’s backs
Different methods may be used depending on the stage and nature of conflict that you are dealing with. If the conflict is at a relatively early stage then you may have a quiet informal discussion with the staff members or customers. This will give them the opportunity to speak freely about their grievances and gain a sense of perspective. You might be required to listen and recommend appropriate solutions to any issues that are raised. You should aim to establish fair and reasonable solutions for the respective parties.
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The W.I.N approach might be taken when attempting to deal with workplace conflict. The first step will be to use the statement ‘when you’. It is important to keep to the facts and use neutral language to avoid causing unnecessary offence. You could say “wh
en you objected to my instructions in front of the other staff members last week”. Such a statement should be followed up with an ‘I feel’ comment. You should reveal how the other person’s action made you feel. Finally, you should use refer to the ‘next time’. This will involve stating how you would like the behaviour to change in the future. You and the other party should accept mutual responsibility for achieving more positive outcomes. There are a number of other methods that you can use to increase the chances of successful conflict management. It is advisable to keep a record of any dates, key discussions and actions that were taken and that had a negative impact. You are also encouraged to keep any emails, letters and other forms of communication which can be referred to during the conflict management process. You should address any issues and concerns in a fair and reasonable manner. Think about the types of language that you are using. Be aware that jokes and criticism can be taken personally. Aim to give the customers or staff members a variety of choices with regards to conflict resolution.
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You may take responsibility in the following ways: ➢
Approaching the staff members or customers who are causing conflict ➢
Giving reasons why their behaviour or actions are considered unreasonable and asking them to make changes ➢
Offering your assistance
➢
Assuming control of the situation and exerting a physical presence ➢
Referring to other staff members when necessary If you manage the company then you will have responsibility for dealing with grievances that are raised officially. You should follow the organisational procedures when dealing with such matters. The procedures should be regularly reviewed and updated as necessary. Details of the procedures should be covered in staff training and outlined in company communications. If you lack confidence in your ability to meet conflict management expectations then it would be worth enquiring about the possibility of further training. You might receive guidance in the use of techniques such as active listening and questioning. You should also be able to reframe any issues to allow for alternative perspectives and the development of effective solutions. Conflict theory You should be aware that conflict theory was developed by Karl Marx. He believed that society is in a perpetual state of conflict over competition for limited resources. This belief leads to the conclusion that social order can only be maintained through domination and use of power. Workplace conflict is inevitable due to the power roles and challenge of maintaining business relationships. However, the actions that should be taken are dependent on the different levels of conflict.
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Here is a representation of the respective levels of conflict: People will hold different attitudes and beliefs when there is latent conflict within an organisation. At this point, the signs of conflict may not be noticeable. However, there may be a trigger which creates further problems within the organisation. Conflict may become increasingly obvious and be perceived by the management or other senior staff members. If it cannot be dealt with at this initial stage then there will be a risk of escalation. Staff members may now begin to take sides and act with antagonism towards the other party. The conflict may have a significant impact on the organisation and be recognised by customers. The conflict may remain unresolved if neither party is willing to compromise or back down. It might be necessary to arrange meetings and mediate so that the parties are able to establish some common ground and agree on a suitable resolution. It should then be possible to move on for the benefit of each party. It might be necessary to deal with the following levels of conflict: ➢
Individual conflicts –
This is the lowest level of conflict is usually quite easy to address. It might arise because an individual doesn’t agree with the organisational objectives or policies. You should give individuals the opportunity to raise such disagreements and make changes deemed appropriate ➢
Interpersonal conflicts –
Interpersonal conflict occurs when two or more individuals are in disagreement. The reasons for such conflict include differences Latent conflict
Percieved conflict
Escalating conflict
Unresolved conflict
De-escalating conflict
Resolved conflict
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in attitudes and beliefs. There might also be breakdowns in communication and resentment about the authority that is assumed by other workers ➢
Group level conflicts –
This type of conflict occurs when there is disagreement between two distinct groups within the organisation. There might be arguments between different departments due to competition for resources or different objectives. Incident de-escalation skills You might be required to demonstrate incident de-escalation skills when communicating with the workforce. It might be necessary to control the emotional and aggressive outbursts which happen when discussing sensitive matters. You should: ➢
Give the relevant parties your full attention and make sure they feel validated. This will help to regain control and enable you to exert a calming influence. You shouldn’t cast judgement or make negative remarks in response to individual statements. It will be necessary to consider people’s feelings and the information that they provide ➢
Clarify the issues and attempt to find a solution that accounts for the expectations and needs of each party. Once control has been regained you can continue with your communication. Never be afraid of silence; allow others time to formulate their words or to gather their thoughts and emotions ➢
Prepare a plan in good time, so that you don’t react exclusively to emotions or crises during arguments. You can also use a team approach in your incident de-escalation to provide you with support or the help of another person if this is needed
➢
Conduct debriefing sessions after meeting with each party. This will give you the opportunity to clarify your understanding and ensure that each party is happy with the points made. You should make a record in case any further issues occur. This may be referenced in the future. Collective bargaining You may use the process of collective bargaining to establish mutual agreement regarding the best ways of resolving conflict within your organisation. This will involve consultation with the representatives of different workplace groups and departments who are in disagreement. There should be a commitment to compromise and negotiation if the process is to work.
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Conciliation If the initial attempts to resolve conflict prove unsuccessful then you should consider the option of conciliation. The respective parties should meet and discuss their differences under the guidance of a conciliator. The conciliator will have to consider the different perspectives and provide a non-binding settlement proposal, highlighting the responsibilities of each party. The proposal should be agreed by each of the parties. Negotiation and mediation It might be possible to arrange a process of negotiation between representatives of the affected parties. They should be prepared to outline their grievances and demands on behalf of the workers. Some compromise may be necessary in order to agree on particular solutions. However, mediation might be required if initial negotiation doesn’t work. The mediator should consider the respective arguments and make recommendations. They should remain impartial and non-judgemental. You will need to demonstrate the following skills when mediating conflicts: ➢
Establishing the trust and co-operation of the different parties ➢
Analysing and developing mutually agreeable solutions
➢
Acting with tact and diplomacy ➢
Persuading the respective groups of the benefits of any recommendations Organisational procedures It is likely that your organisation will have established procedures outlining the appropriate means of dealing with conflict. These procedures may be kept in paper-based format on your premises. Alternatively, they may be accessed via your business website. They will outline the steps that should be taken in different conflict situations. You may refer to these procedures: ➢
Grievance procedures ➢
Use of restraint and defensive weapons ➢
Control of intoxicated persons ➢
Records and information systems and processes ➢
Communication channels and reporting procedures
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➢
Emergency and evacuation procedures ➢
Policies and procedures relating to own role, responsibility, and delegation
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2.3 –
Take responsibility for seeking a solution to conflict within scope of own role and responsibilities, seeking assistance where required Seeking solutions to conflict You should be aware that people are unlikely to identify all of the reasons for conflict when they make complaints. They might focus on aspects of conflict that they consider particularly important and are confident that you will understand. However, you should attempt to establish the underlying causes. It will be necessary to consider the concerns, needs, and motivations of any employees and customers that you deal with. If you are to establish the underlying causes then it will be necessary for the person filing the complaint to feel comfortable and assured in your presence. They should feel able to express their core concerns and desires. You are encouraged to pose questions such as: ➢
What would you see as the ideal resolution to this problem? ➢
Which personal needs do you consider most important? ➢
How could the situation change for an improved outcome?
It will be relatively easy to address conflicts which have only just occurred. This is because people’s beliefs and perspectives won’t be as deeply entrenched at this point. Other employees may not have had the opportunity to take sides and cause internal problems. If you deal with conflict at the earliest opportunity then it might be possible to avoid mediation, arbitration, and legal proceedings. It is important to spend some time considering any issues that are raised before attempting to establish resolutions. You should listen carefully and give a summary of any statements that are made. There should be an opportunity to discuss the key issues in depth. A variety of possible solutions should be outlined in easily understandable terms. It will be necessary to establish mutual agreement before any issues can be dealt with. It is likely that the different parties will raise issues and refer to incidents that have happened recently. However, you should attempt to establish the root cause and think about appropriate means of resolution. Probing questions should be used to explore the issue in some depth. You might as
k “when do you think this problem began?” or “what do you think is the main factor that we are dealing with?”
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You should attempt to deal with one issue at a time when attempting to resolve workplace conflicts. It is advisable, to begin with relatively minor problems before progressing to the discussion of potentially complex and significant matters. You might encourage the respective parties to take part in a brainstorming session for the identification of possible solutions. You shouldn’t make any judgements or make definite decisions during the initial stages of conflict resolution. It will be necessary to decide which criteria to use when evaluating the proposed solutions. You should create an action plan and ensure that each of the parties is in agreement. Consider these personal requirements: ➢
Listening without casting judgement ➢
Respecting the views and perspectives of others ➢
Apologising when necessary ➢
Realising the potential for positive change Conflict resolution strategies There are five main strategies that can be used for the resolution of conflict. The first option involves competing or fighting. There will inevitably be a winner and loser if this strategy is used. It is also likely to cause resentment and bad feeling between the respective parties. Collaboration is the preferred method. However, it does require a mutual commitment to the conflict resolution process. The parties should be prepared to work together and decide on mutually beneficial resolutions.
The third option is compromise or negotiation. This will require the parties to make some sacrifices and establish an agreeable mid-way point. If it proves impossible to establish shared agreement then the issue might be avoided or denied. However, this will mean that neither party is satisfied. It might also possible to smooth over the issue. This will mean that the relationship can be maintained. However, the issue will remain and is likely to be raised again in the future. Key skills There are a number of personal skills that should be developed for the best chance of successful conflict resolution. You will need to communicate appropriately, be assertive and fully prepared to stand up for your beliefs. You should state your perspectives in a controlled and confident manner. However, you should also prepare to negotiate and consider other people’s views. It will be necessary to listen attentively to any arguments that are raised and give
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positive affirmations to show your support. You should also demonstrate self-restraint and understanding of other people’s emotions. A sense of empathy is important when attempting to establish areas of shared agreement. Impact factors There are a variety of impact factors which will have a bearing on your ability to deal with conflict in the workplace. These factors might relate to your age, stature, strength, and communicative abilities. You might not feel confident of dealing with a confrontational customer who is well built and highly aggressive. However, you might feel relatively comfortable dealing with a middle-aged female customer who is quite polite. Other impact factors include: ➢
Support of other staff members ➢
Tiredness and fatigue ➢
Level of intoxication ➢
Potential use of weapons ➢
Time of day ➢
Noise levels ➢
Hazards Communication skills There are a variety of communication skills that may prove effective when attempting to resolve conflict. You will have to consider the comments that you make and ensure that they are appropriate for the audience. It is advisable to use short and direct statements for assured understanding. You should communicate in a suitable style and adapt your language to suit the parties that you are addressing. It will be necessary to adapt your spoken delivery in accordance with the conflict situation. Speak in a calm, comfortable and controlled manner when dealing with customers and colleagues. You should be aware that your body language will have a direct impact on the perceptions of anybody that you are communicating with. You will need to consider your stance, facial expressions, and the general presence that you exert. Other people shouldn’t feel uncomfortable or threatened by you. However, they should be aware that you have a good level of confidence and control of the situation.
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You should be prepared to stop any tasks that you are in the process of completing and give the person your full attention. It will be necessary to maintain eye contact and give positive affirmations to show that you are listening. Pose questions to show your interest and spend time reflecting on any points that are made. Attempt to find out how the different parties would like the problem to be resolved. Identify their key needs and come up with potential solutions. The solutions will ideally be of benefit to the respective parties and the organisation as a whole. Social and cultural factors It is important to be aware of the social and cultural factors which may have a bearing on your communication with customers and staff members. Don’t assume that everybody has a shared understanding of your language, gestures or mannerisms. It is likely that you will encounter the following differences: ➢
Language ➢
Personal values ➢
Religious beliefs ➢
Cultural norms ➢
Age
It is also important to account for differences in the personalities and attitudes of people that you communicate with in the workplace. People may act differently in hospitality or holiday settings. Some will be unconfident and cautious. Others will attempt to mask their inner feelings by acting in outwardly confident and outrageous ways. People might be easily frustrated if they feel unsure of themselves. You will need to assess such characteristics and adapt your communication accordingly. Seeking assistance You should recognise your personal and professional limitations when it comes to the management of conflict. If you feel that you lack the necessary skills or knowledge then it would be advisable to seek assistance. It might be necessary to use the services of an expert mediator or refer to a senior representative of your organisation. An advocate might also be required to argue on behalf of a group in your workplace. Assistance will be essential when discussions become heated and progress is slow. A specialist conflict resolution expert may be consulted in accordance with your organisation’s policy and
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procedures. They should have the professional skills and knowledge required to lead and guide conflicting parties towards successful resolutions. You may seek the following types of assistance: ➢
Mediation ➢
Employee assistance ➢
Advocacy ➢
Supervision/guidance by senior staff members ➢
Colleague support
Seeking the correct assistance You should be aware that assistance is available to you and the parties in conflict. It will be possible to request emotional or mental support. There is also the option of obtaining assistance to deal with legal matters and clarify important information. You should follow the organisational policies and procedures when arranging assistance.
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2.4 –
Identify and evaluate impact of conflict on business reputation and legal liability Impact on business reputation You should be aware that your approach to conflict management may have a significant bearing on the reputation of your business. If your efforts prove effective then the reputation of your business is likely to improve. There are a range of factors which will have a bearing on perceptions of your ability to handle conflicts. Success may be associated with the effect on sales, fairness of the resolution, and maintenance of business relationships. Customers may remain loyal and make repeat purchases if your positive business reputation is maintained. Your employees may become stressed and resentful as a consequence of conflict. They may not collaborate effectively and the levels of productivity might decrease. Customers are unlikely to be impressed by the changed behaviour. They might start making complaints and cause further negativity within your organisation. It is possible that the conflict will have a snowball effect and end up causing significant damage to the organisation. If your attempts at conflict management prove unsuccessful then your business reputation may be adversely affected. Stories might be spread after legal proceedings that have reflected badly on your organisation. Your customers might gossip and spread the word via social media. This is likely to have a negative impact on your business finances. People may choose companies with better reputations for conflict management. You might have to invest in advertising and reputation management in order to restore the positive standing of your organisation. Legal liability All businesses have a legal responsibility to provide a safe working environment and ensure that employees are protected against bullying, harassment, and other forms of workplace abuse. It is important that you take necessary action to ensure that conflicts are resolved without the need for legal proceedings. Any legal action that is taken is likely to place stress on employees and the organisation as a whole. It might result in workers taking time off and a decrease in productivity and business profits. Legal action is also likely to cause harm to the business reputation. Some court cases might be witnessed by members of the public. News may spread via local media and digital platforms.
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Businesses in the tourism, travel, hospitality, and events industries should meet these legal requirements: ➢
Refusing the sale of alcohol to intoxicated customers ➢
Preventing minors from accessing licensed premises ➢
Refusing the sale of alcohol to minors ➢
Refusing the sale of tobacco and cigarettes to minors ➢
Preventing minors from accessing gambling areas ➢
Meeting the terms of business contracts
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2.5 –
Evaluate options to resolve the conflict, taking into account organisational policies and constraints Working towards a resolution It is quite common for employees to follow standard response procedures when attempting to deal with conflict. However, this isn’t necessarily the best way of responding to conflict situations. Employees might even end up making the situation worse. The options for responding to conflict include: ➢
Fight –
Individuals may adopt an aggressive attitude and be unwilling to accept alternative viewpoints ➢
Flight –
Individuals may completely ignore or avoid disputes, despite the potential for successful resolution ➢
Freeze –
Individuals may choose not to take action because they are concerned about their ability to achieve acceptable outcomes ➢
Face –
This is the generally the best approach and involves addressing the situation calmly and with a planned approach.
It will be necessary to establish collaborative strategies for effective management and resolution of conflict. Each of the parties should accept some responsibility and take any actions deemed necessary. You may assume a neutral perspective and guide the respective parties through the conflict resolution process. Each party should have the opportunity to make contributions and find mutually agreeable solutions. There should be some compromise in order to establish common areas of agreement. Discussing the process You should provide clear explanations of the conflict resolution procedures and obtain the agreement of each party. These procedures should be written in accordance with your organisational policies and procedures for conflict management. If you clearly communicate your expectations then the respective parties should be able to prepare accordingly. You should also be able to address any uncertainty and confusion regarding the conflict. Shared responsibility for conflict resolution offers the following benefits: ➢
Cooperation from parties involved ➢
Improved performance and productivity
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➢
Better working relationships ➢
Less stress and pressures at work ➢
Improved morale. You are advised to arrange a brainstorming session for the purpose of identifying the various conflict resolution methods. Aim to generate as many ideas as possible and don’t make critical judgements. Choose and apply suitable criteria for the evaluation of the respective methods. Be aware that the different parties are likely to place different levels of emphasis on the criteria. Some might be keen to save money and quickly address the problems. Others may be keen to identify long-lasting solutions, despite the expenditure. It will be necessary to identify the strengths and weakness of each recommended conflict resolution method. You should account for the perspectives of each party. Culture, age and other differences should be taken into consideration. You should ensure that there is common agreement regarding the most suitable solution. The needs of the respective parties and the wider organisation should be considered. The types of strategies may be implemented include: ➢
A partnership approach ➢
Working cooperatively on solving the problem ➢
Third party assistance ➢
Mediation You are advised to create a plan for your chosen method of conflict resolution. This should detail the expected time frame of the process and any actions that have to be taken. You will also need to revisit and re-evaluate your chosen solution. Consider whether you have achieved the conflict resolution aims and satisfied the needs of each party. Think about any changes that could be made for improved outcomes in the workplace.
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It will be necessary to consider these policies and constraints: ➢
Complaints ➢
Customer service ➢
Disputes ➢
Exchanges ➢
Refunds ➢
Staff grievance
➢
Costs and budgets ➢
Lack of availability of replacement products or services ➢
Organisational policy on refunds or exchange.
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The Fair Work Commission If you require advice and information regarding conflict resolution, then you are advised to contact the Australian Fair Work Commission. They advocate fair and productive workplaces and are Australia’s national workplace relations tribunal. Further inform
ation can be found at their website: https://www.fwc.gov.au The Fair Work Act 2009 relates to workplace relations and related processes. The Act essentially offers a framework for cooperative and productive workplace relations for national economic prosperity and social inclusion for all Australian businesses.
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2.6 –
Implement the best solution and complete required reports Finding the best solution
It is essential to have a business strategy for the achievement of your aims and objectives. You should consider all of the factors associated with the workplace conflict and select the solution that offers the greatest potential benefit to you and the organisation as a whole. It will be necessary to create a plan, detailing the steps that should be taken for successful implementation. The types of solutions that may be considered include: ➢
Addressing the root cause ➢
Appreciating each other’s differences
➢
Agreeing mutually beneficial solutions ➢
Focussing on the problem rather than the individuals ➢
Being patient and taking the time to resolve issues fairly ➢
Working to minimise conflict. Individuals may choose to adopt strategies which are unique to the conflict situation. However, it is important to consider the common solutions and address problems in accordance with organisational policies and procedures. You should aim to achieve the best possible outcome for both parties. Examples of individual solutions include: •
Forcing –
where an individual addresses a problem based on their personal concerns •
Collaborating –
each of the parties should be prepared to work in partnership and tackle problems in an active manner •
Compromising –
this solution may prove effective. However, the parties shouldn’t attempt to compromise just because they want to resolve the conflict. The outcome should offer benefits to each party •
Withdrawing –
some individuals may prefer to partially withdraw or completely avoid the matter of conflict
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•
Accommodating –
this will involve consideration of the other party’s needs and preferences. Individuals should be prepared to make sacrifices for the benefit of the entire organisation.
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Considering personal differences
It is important to account for differences in social background and culture when deciding which solutions to implement. Such factors are likely to affect the chances of success. You should be aware of differences in social conventions and communicative expectations. Each party will ideally be committed and have a mutual understanding of the process. It will be necessary to consider the cultural codes of conduct and observances. Social and cultural differences may include: ➢
Beliefs and values ➢
Social conventions ➢
Family relationships ➢
Codes of conduct ➢
Cultural observances ➢
Cross-cultural issues ➢
Verbal and non-verbal language.
Implementing the best solution You should implement the method of resolution that satisfies the criteria outlined earlier and offers the greatest potential benefit to your employees. The implementation process should be as quick and simple as possible. It should account for legal and organisational expectations. It is unlikely that you will be able to satisfy every personal need and ensure the complete satisfaction of each party. There may be some doubt about the practicality and effectiveness of the chosen solution. It will be necessary to establish the employee’s commitment and agreement. You should create a plan and provide a timeframe for expected completion process. The respective parties should also be informed of any unexpected delays. Your chosen solution should be: ➢
Fair –
accounting for the needs and preferences of each party ➢
Balanced - offering similar levels of benefit to the respective parties ➢
Realistic –
ensuring that employees should have the necessary skills, knowledge and resources for successful implementation ➢
Specific –
following steps that directly address the conflict
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➢
Future-oriented - accounting for any changes and problems that may arise in the future You may address conflict in the following ways: ➢
Asking each party how they’d like the conflict to be addressed and then taking appropriate action ➢
Compromising with the employees or customers involved in conflict ➢
Apologising and attempting to move on ➢
Not taking any action and hoping that the problem will disappear You might encounter issues which have a direct impact upon the implementation of your chosen solution. It might be necessary to dedicate time to new projects and meet urgent customer requests. Employees may also take time away from work. However, it should be possible to minimise the negative impact of such events. There should be a stream of communication about the progress of implementation and any problems that are being dealt with. You might have to arrange a follow-up session and come to a new agreement. It will also be necessary to consult employees during the implementation process and ensure that any problems are identified at the earliest opportunity. This will give you the opportunity to share information about the progress that is being made. The employees should feel more engaged and committed to the process if they are aware that implementation is proving successful. Employees might be willing to discuss areas of conflict that weren’t addressed during the initial meetings. Completing conflict management reports You may be expected to maintain regular communication with a supervisor or manager regarding progress of the conflict resolution process. It will also be necessary to complete forms and file conflict management reports. You will be expected to include details such as the nature, time, and date of conflict. Such records may be referenced during legal proceedings. There should also be regular opportunities to review the conflict resolution process and ensure that it is proving entirely effective. You might have to make changes for the achievement of improved outcomes. You should document: ➢
The conflict
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➢
Each party’s standing in the conflict ➢
All discussions and meetings that take place ➢
Supporting evidence ➢
Possible solutions ➢
Agreed solutions/resolutions ➢
The outcome and any follow-up reviews
Reports and records should be clear and legible, i.e. easy to follow and read. Any specific terminology should be explained and referenced. Your documentation should also be logically formatted and collated. You will have to consider the use of text, colour and appropriate organisational branding. Time and effort should be taken as such documentation will reflect upon the quality of your organisation. You will have to complete the following records and reports: ➢
Incident reports ➢
Security logs and journals ➢
Running sheets ➢
Task allocation sheets ➢
Records of conversation ➢
Electronic and paper-based information ➢
Radio and telephone records You should make sure that each party receives two copies of documentation specific to the conflict resolution process. This documentation should be read thoroughly. The respective parties should be in agreement about the details that are included. Each of the copies should be signed (one for your organisation and one for the party to keep). Storing your records appropriately All documentation should be filed and stored in accordance with organisational expectations. You may use passwords and restrict access to particular staff members. All paper copies should be filed and stored as necessary. Information should be kept private and confidential according to legislation and organisational requirements.
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3. EVALUATE CONFLICT RESOLUTION 3.1. Communicate with parties involved to seek and provide feedback on conflict and its resolution 3.2. Evaluate and reflect on the conflict and effectiveness of the solution 3.3. Determine possible causes of workplace conflict and provide input for workplace enhancement and improvements 3.1 –
Communicate with parties involved to seek and provide feedback on conflict and its resolution Using communication techniques
You should account for differences in the ways that people communicate. There are likely to be differences in terms of vocabulary, body language, and written communication. People’s attitudes and moods are also likely to have an impact on communication. It is worth bearing in mind that some people will worry about their ability to communicate effectively. Those with good levels of confidence will make their statements with greater conviction and clarity. This doesn’t necessarily mean that they are right. You are likely to encounter people who speak English as a second or third language. They may also be used to different cultural and social norms. You should consider such differences when deciding upon the most appropriate forms of communication. It is important that you use appropriate communication techniques and consider the characteristics of people that you are expected to deal with. Communication techniques used in conflict may include:
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➢
Verbal and non-verbal language and communication ➢
Recognition of non-verbal signs ➢
Questioning and listening ➢
Cooperative language ➢
Appropriate use of emotions, voice and body language ➢
Constructive feedback ➢
Reflection ➢
Summarising ➢
Re-phrasing ➢
Paraphrasing ➢
Presenting options ➢
Using language and concepts suited to the occasion and the other party ➢
Communicating appropriately to different social and cultural groups ➢
Empathising with the person's situation while upholding organisational policy ➢
Showing willingness to compromise. You will have to demonstrate empathy when seeking clarification and confirmation regarding specific points. It might be necessary to provide guidance in the use of some communication techniques. The Thomas-Kilmann conflict resolution model Kenneth Thomas and Ralph Kilmann developed the Thomas-Kilmann model of conflict resolution. This model is illustrated in the following diagram. You will notice that the vertical axis is labelled assertiveness and the horizontal axis is labelled cooperativeness. These are the two primary responses to conflict situations. There are five different modes which may be used for the achievement of desirable conflict resolutions. You may choose to make an assertive-based or co-operative based response. It is also possible to give a mid-way response. The choice of response will depend on the experience and temperament of people attempting to address conflict. The Thomas-Kilmann conflict resolution model:
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Being assertive You should attempt to be assertive when providing feedback about conflict and its resolution. You will need to assume a reasonable degree of control and act with some confidence. However, you shouldn’t be overly aggressive or passive. You will need to comm
unicate your requirements and perspectives in an open and honest manner. The needs, rights, and desires of other people should also be taken into consideration. Be prepared to accept alternative viewpoints and compromise for the achievement of mutually agreeable outcomes. Compromising Cooperativeness Assertiveness Competing Collaborating Avoiding Accommodating
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Assertive attributes in business include: ➢
Knowing that you deserve to be treated respectfully and equally ➢
Not apologising unnecessarily ➢
Recognising and valuing your rights ➢
Knowing that your rights and thoughts are just as important as others ➢
Knowing that others rights and thoughts are also as important as your own ➢
Not waiting for others to recognise your needs ➢
Knowing that people are responsible for their own actions ➢
Saying ‘no’ when appropriate
➢
Being able to receive criticism and compliments in a positive manner ➢
Articulating your language and controlling your emotions ➢
Saying what needs to be said, but not in a way that hurts other people’s feelings
➢
Communicating negative comments in a constructive and positive way. Assertive feedback Assertive feedback should be direct and to the point. However, it should be given in consideration of other people. You should be prepared to discuss such feedback and answer any questions that are posed. Consider the needs and concerns of people receiving feedback. Attempt to establish methods of conflict resolution which satisfy the needs and desires of each party. Personal versus positional power Personal power relates to your ability to convey confidence and act with dignity and respect. If you have a good degree of personal power then you will focus on possibilities rather than problems. You will also recognise the importance of self-development and responsibility for your decisions and actions. You might also have positional power due to the level of authority that you assume within the organisation. It is important that you use this power appropriately and act in a professional manner. Communicating effectively It is important to maintain a regular stream of communication with the respective parties during the implementation process. You will need to update them on the level of progress towards the desired resolution. It will also be necessary to communicate with employees regarding any
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issues and problems that arise. It might be necessary to make changes and deal with worker grievances as a matter of priority. It is also important to provide feedback when discussing the reasons for conflict with your colleagues. You should attempt to give constructive feedback detailing the ways in which actions and decisions have affected you. The other methods of feedback that may be used are silence, expressions of anger, and showing indifference. Constructive feedback is the most effective method and will allow for the discussion of change. These rules should be followed when providing constructive feedback: ➢
Using I statements ➢
Addressing the behaviour rather than the individual ➢
Refer to observations rather than judgements of the behaviour ➢
Provide people with choices rather than giving direct instructions ➢
Ensuring that the environment is calm and relaxed when giving feedback ➢
Respecting individual differences and attitudes ➢
Taking breaks if discussions regarding conflict become heated ➢
Identifying and asking for assistance when required Receiving and responding to feedback There are a number of skills that should be practised when receiving feedback. It is important for you to spend time reflecting on the feedback, rather than immediately defending yourself or thanking people for their positive comments. You should actively listen to the feedback and take a note of the key points. It is also important to ask for clarification about any feedback which you don’t fully understand. You should control your emotions and not take offence when receiving feedback. This doesn’t mean that you have to agree or automatically accept what you
are told. However, you should consider the feedback in light of your own thoughts about the conflict resolution process. If you feel that the feedback is unfair then you should respectfully state the reasons and provide supporting facts. You should aim to make the most of any feedback that is given. It would be worth asking for examples of how you could improve your performance in the future. You should thank the employer for their time and confirm that you have considered all of the points. It might be
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possible to work together in the creation of an action plan based upon the feedback. You should be confident of making any agreed changes.
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3.2 - Evaluate and reflect on the conflict and effectiveness of the solution Performing a debriefing It will be necessary to carry out a debriefing as part of the conflict resolution process. This will provide each of the parties to reflect and suggest any improvements that could be made. You will need to consider the level of progress and assess the effectiveness of any actions that have been taken. You should follow the organisational debriefing procedures and ensure that access and equity principles are satisfied. Conflict resolution debriefing should allow you to: ➢
Review the situation and evaluate the level of success ➢
Identify areas of conflict that are yet to be addressed ➢
Learn about the perspectives of each party and ensure that progress is made Evaluating and reflecting If you are to accurately evaluate and reflect on the conflict resolution process then it will be necessary to identify the criteria that should have been met. You will then need to gather all of the relevant facts and information to assess the level of progress. You may perform the evaluation and review in collaboration with colleagues and senior staff members. They should be provided with all of the relevant information and given time to perform their own analysis. You are advised to use the after action review process when reflecting upon the process of conflict resolution. This will involve the regular analysis of progress and actions that have been taken. It will be necessary to consider the effects of any decisions and the mistakes that have been made. You should learn from such mistakes and make changes necessary for improvement. Ask each party about the process and any recommendations that they are prepared to make. You should consider the requirements and concerns of your organisation when carrying out the review. The conflict resolution process should have been implemented in accordance with organisational procedures. Legislation and codes of practice should also have been considered. Include such details when writing the evaluation report for the assurance of your stakeholders.
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Writing an evaluation report The evaluation report should be written in accordance with organisational expectations regarding style and formatting. It should include a brief summary, highlighting the key points and factors that have been considered. The following details should also be included: ➢
Background ➢
Dates and times of evaluation ➢
Reviewers (who took part) ➢
Nature of the process ➢
Detailed evaluations ➢
Progress and achievements ➢
Recommendations ➢
References ➢
Appendix You are advised to carry out a thorough review of your report and correct any spelling or grammatical mistakes. It would be worth asking a trusted colleague to read through the document before it is circulated.
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3.3 –
Determine possible causes of workplace conflict and provide input for workplace enhancement and improvements Determining causes of workplace conflict You should be aware that there are various potential causes of workplace conflict. Poor communication is one of the primary causes of conflict in many organisations. This might lead to misunderstanding and anger when tasks aren’t completed in accordance wi
th expectations. It may result in decreased productivity and commitment to the organisation. There might also be a difference in personalities and beliefs. Some may place value in privacy and confidentiality, while others are fully prepared to speak their minds about sensitive workplace issues. Other causes of workplace conflict include: ➢
Differences of opinion ➢
Different ways of working ➢
Competing needs ➢
Cross-cultural issues ➢
Racial or religious issues ➢
Abuse of power ➢
Workplace bullying ➢
Poor management ➢
Customer dissatisfaction ➢
Gender issues ➢
Inter-generational issues. You are advised to question your customers and employees to identify the reasons for workplace conflict. You should listen carefully to all of the points that are made. You are also advised to consider the body language and verbal language that is used. Respond appropriately and pay due respect, despite your perspectives on the issues that are raised. It will be necessary to summarise the points that are made to demonstrate understanding. Encourage the provision of further information and attempt to establish the context of conflict. Providing input for enhancement and improvements You should be aware that conflict can have a beneficial impact on your organisation. It might highlight the need for change and improvement in particular areas of the business. Conflict
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might lead to the development of improved relationships and the resolution of long-standing problems. However, steps must be taken to minimise the negative effects. Conflict management workshops and training might be organised to ensure that employees have the required skills and knowledge to deal with disputes in the workplace. The employees might learn how to identify the signs of conflict and take necessary measures at the earliest opportunity. The topics that may be covered during conflict management training include: ➢
Management of challenging behaviours ➢
Negotiation ➢
Prevention of bullying ➢
Mediation
➢
Management of groups. If employees are able to identify the signs and use appropriate communication techniques then the risks of workplace conflict will be reduced. They might provide recommendations and feedback about conflict resolution. The potential for conflict may be further reduced by hiring employees with the proven ability to communicate and mediate in collaboration with staff members at all levels.
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REFERENCES These suggested references are for further reading and do not necessarily represent the contents of this unit. Spotting signs of conflict: https://www.nibusinessinfo.co.uk/content/spotting-signs-conflict Preventing conflict: https://www.nibusinessinfo.co.uk/content/preventing-conflict Workplace conflict: https://www.betterhealth.vic.gov.au/health/healthyliving/workplace-conflict What is disruptive, threatening, or violent behaviour? http://clas.wayne.edu/multimedia/clas/files/staffresources/disruptive_behavior.pdf How to use a workplace counsellor for employee dissatisfaction: http://smallbusiness.chron.com/use-workplace-counselor-employee-dissatisfaction-11268.html 5 keys of dealing with workplace conflict:
http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-
conflict/#43a1cb7415a0 Conflict resolution: https://www.mindtools.com/pages/article/newLDR_81.htm Consequences of conflict in the workplace: http://woman.thenest.com/consequences-conflict-workplace-12029.html
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Bell and Hart's eight causes of conflict: https://www.mindtools.com/pages/article/eight-causes-conflict.htm How to solve the 8 causes of workplace conflict: http://blog.idonethis.com/workplace-conflict/ Managing conflict in your workplace: https://www.youtube.com/watch?v=ILUkGb4sZ0s Managing conflict at work: http://www.acas.org.uk/media/pdf/h/5/Managing_Conflict_at_Work_December_2009.pdf How to manage conflict at work: http://www.forbes.com/sites/victorlipman/2013/04/03/how-to-manage-conflict-at-
work/#4cabbc7a1ff5 Eight stages of conflict: http://smallbusiness.chron.com/eight-stages-conflict-2805.html Conflict resolution: http://www.skillsyouneed.com/ips/conflict-resolution.html What causes employee conflict in the workplace? http://smallbusiness.chron.com/causes-employee-conflict-workplace-21264.html Workplace conflict and how businesses can harness it to thrive: https://www.cpp.com/pdfs/CPP_Global_Human_Capital_Report_Workplace_Conflict.pdf All references accessed on and correct as of January 2022, unless other otherwise stated.
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